Business | Insight Maker

This model is based off Meadows economic capital with reinforcing growth loop constrained by a renewable resource model.

Clone of Tourism Simulator

JP Burklow

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.

Business Analysis Performance - Core Variables

Julian Sammy

Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.

Clone of To Be Business and Technology Architecture

Pagandai V Pannir Selvam

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Pagandai V Pannir Selvam

EEIS Health App

Mona

Income Statement 1

Maria Theresa B. Bauson

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.

Clone of Business Analysis Performance Systems Model - Change Requests Causal Loop

Julian Sammy

Original (more DYNAMO-like) version is here: http://insightmaker.com/insight/14464

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

Clone of Simple Retail Sector (tweaked)

David Horgan

Value Creation Story - BS&O Inc. (by: Francisco)

Roan V. Francisco

Rich picture version of Causal loop diagram based on Jack Homer's paper Worker burnout: a dynamic model with implications for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model and IM-2178 for a related Causal Loop Diagram of Project Turnover

Clone of Burnout Dynamics CLD rich pic

Steven van Hekelen

ABM approach to Bass Model of diffusion with a detractor state.

Still a work in progress.

Clone of ABM Bass Diffusion with Detractors

FJR

Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.

Enter volumes based on transactions from all your applications based on the business process layer. Actual transaction volumes recorded for your expense or revenue stream. Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer. Enter the number of transactions in the engineering variable. The engineering group has no authority to create either a supplier or customer. All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.

Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.

Now lets do the same for every update to a party management record. All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer. Digital records are in need of key control designs. These are monitored and reported to the SEC.

BUSINESS ARCHITECTURE

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.

Aligns to APQC Process Framework
Aligns to Principles in ISO 9001, 26000 and 27001

ENTERPRISE ARCHITECTURE
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics.

Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.

Clone of As Is and To Be Business and Technology Architecture

Марк Павлов

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.

Clone of Business Analysis Performance - Core Variables

Julian Sammy

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.

Clone of Organizational System Performance Model

Julian Sammy

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Bottom-up Sales Forecasting

Kerry

Causal loop diagram illustrating one of the contributing factors to employee hiring.

Clone of Hiring Cycle (1-Loop; Balancing)

ATIBA GRIFFITH

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467

Clone of Simple Retail Sector

steveperry

EEIS Health App

Mona

DRAFT

a small model of a "generic" company.

Clone of small model company draft

Mi_Ko

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Bottom-up Sales Forecasting

David Horgan

Rich picture version of Causal loop diagram based on Jack Homer's paper Worker burnout: a dynamic model with implications for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model

Clone of Burnout Dynamics CLD rich pic